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“Our highest priority is to satisfy the customer through early and continuous delivery of valuable software.” – Agile Manifesto “Watch the baton, not the runner.” – D. Reinertsen, 2007[1] Traditionally, notions of efficiency have been to minimize cost by utilizing experts (i.e. ...continue reading

(This article is part of the Beyond Scrum series) We’ve all experienced the pain of having someone impose a change on us – it doesn’t work. Forcing change conflicts with the essential human need for autonomy – No one likes being told what to do (if they didn’t ask to be). ...continue reading

(This article is part of the Beyond Scrum series) I’m frequently asked if a Tester, Business Analyst, User Experience (UX) person, Database Analyst, or Security Expert is part of the Scrum team? Short answer: Yes. Long answer: many people misunderstand the Scrum Guide. Scrum ...continue reading

… and soon to be book. We’ve had requests for a single page that lists all the ongoing Beyond Scrum blog posts in one handy spot, at least until the book that they will become is released. We’re happy to oblige! The below list will be updated as new posts are ...continue reading

Nearly every client I work with asks me this question at some point during consulting: How large should the Development Team be? How many doers (i.e. exclusive of ScrumMaster and Product Owner) per team? The Scrum Guide offers very limited guidance, suggesting 3-9, without giving ...continue reading

(Continued from Agile Change or Adoption Always Starts with Why : 1 , 2 , 3 , 4 ) We’re already familiar with how Story Maps are an excellent way to help development teams visualize the work involved in building a large product. They act as stepping-stones between the initial ...continue reading

(Continued from Agile Change or Adoption Always Starts with Why: Part 1, Part 2, Part 3) Most organizational change effort starts with a vision. But problems arise if the vision was created by a few executives who went off-site, as that can result in a vision that doesn’t address ...continue reading

(Continued from Agile Change or Adoption Always Starts with Why: Part 1, Part 2) Sense Your Current Culture To understand the culture you’re attempting to change in your organization, you need to measure (or sense) the current state and then map that state to a model. The model ...continue reading

(Continued from Agile Change or Adoption Always Starts with Why) If you’re going to become an Agile Organization, and you understand that it has to be a collaborative discussion and effort rather than an executive decree, here are the key ingredients to move forward with that ...continue reading